PERENCANAAN LAYOUT
LEARNING OBJECTIVES: 1. Identify and Define
• Fixed-position layout
• Process-oriented layout
• Office layout
• Retail layout
• Warehouse layout
• Product-oriented layout
2. Identify and Define
• Work cells
• Assembly line factory
3. Describe and Explain
• Precedence diagram
THE STRATEGIC IMPORTANCE OF
LAYOUT DECISIONS
• Layout is one of the key decisions that
determines the long-run efficiency of operations management.
• Layout has numerous strategic implications
e ause it esta lishes a orga isatio ’s
competitiveness in regard to capacity, processes, flexibility, and cost, as well as quality of work life, customer contact, and image.
LAYOUT DESIGN CONSIDERATION
In all cases, layout design must consider how to achieve the following issues:
• Higher utilisation off space, equipment, and people
• Improved flow of information, materials, or people
• Improved employee morale and safer working
conditions
• Improved customer/client interaction
LAYOUT DESIGN
1. Fixed-position layout
2. Process-oriented layout 3. Office layout
4. Retail work
5. Warehouse layout
1. FIXED-POSITION LAYOUT
This type of layout addresses the layout
requirements of large, bulky projects such as ships and buildings.
(Design is for stationary project)
In a fixed-position, the project remains in one place and workers and equipment come to that one work area.
FIXED-POSITION LAYOUT (Cont)
The techniques for addressing the fixed-position layout are not well-developed and are
complicated by three factors: – Limited space at site
– Different materials are needed at different stages
– Volume of materials is dynamic
2. PROCESS-ORIENTED LAYOUT
• A layout that deals with low-volume,
high-variety production; like machines and equipment are grouped together.
• This is a traditional way to support a product
differentiation strategy. It is most efficient when making products with different
Advantage:
• A big advantage of process-oriented layout is its
flexibility in equipment and labour assignments. The breakdown of one machine, need not halt an entire process, work can be transferred to other machines.
Disadvantage:
• The process-oriented layout comes from the general-purpose equipment. Orders take more time to move through the system, because of difficult scheduling, changing setups, and unique material handling. It requires high labour skills, and work-in-process
inventories are higher because of imbalances in the operations process.
STEPS IN DEVELOPING
A PROCESS-ORIENTED LAYOUT
Step-1: Co stru t a fro -to atri
(showing the flow parts or materials from department to department)
Dept 1 2 3 4 5 6
1 50 100 0 0 20
2 30 50 10 0
3 20 0 100
4 50 0
5 0
6
Step 2 Determine the space requirement
s
(showing available plant space for each department)
Dept 1 Dept 2 Dept-3
Dept-4 Dept-5 Dept-6
60 meters
4
0
m
e
te
Step-3: Develop an initial schematic diagram
(Showing the sequence of departments through which parts must move. Try to place departments with heavy flow of
materials or parts next to one another)
Step-4: Determine the cost of the layout
(by using the material handling cost equation)
Example:
• The cost to move one load between adjacent
departments is estimated Rp.1000000. Moving a load between nonadjacent departments costs Rp.2000000.
• Cost (in million) = 50 + 200+40+30+50+10
+40+100+50
Step-5: By trial and error to improve the layout
• (or by a more sophisticated computer program approach to find
the lowest cost)
• Cost (in million) = 50+100+20+60+50+10+40+100+50
Step-6: Prepare a detailed plan from the previous step.
Dept 2 Dept 1 Dept-3
3. OFFICE LAYOUT
• The grouping of workers, their equipment, and spaces to
provide for comfort, safety and movement of information.
Accounting
OFFICE RELATIONSHIP CHART • A useful tool to analyse the importance of
information movement among departments.
O
Ma ager’s “e retar
Value Closeness
A Absolutely necessary
I Important
O Ordinary closeness
4. RETAIL LAYOUT
• An approach that addresses flow, allocate
space, and responds to customer behaviour.
• Retail layouts are based on the idea that sales
and profitability vary directly with customer exposure to products. Thus, most retail
operations managers try to expose customers
to as many products as possible. The greater
5. WAREHOUSE AND STORAGE LAYOUT
• A design that attempts to minimise total cost
by addressing trade-offs between space and materials.
• Automated storage and retrieval systems are
Cross docking
Avoiding the placing of materials or supplies in storage by processing them as they are received fro shipment.
In-coming
Random Stocking:
• Used in warehouse to locate stock whenever there is an open
location. This technique means that space does not need to be allocated to particular items and the facility can be more fully utilised.
• Automatic identification systems (AIS), usually in the form of bar
codes, allow accurate and rapid item identification.
• Computerised random stocking systems often include the following
tasks:
1. Maintain a list of open locations
2. Maintain accurate records of existing inventory and locations 3. Sequence items on orders
4. Combining orders to reduce picking time
5. Assign certain items to particular warehouse areas
Customising:
• Using warehousing to add value to the product through component
6. PRODUCT-ORIENTED LAYOUT
This approach seeks the best workers and machine utilisation in repetitive or continuous production.
Product-oriented requirement:
1. Standardised product
2. High production volume
3. Stable production quantities
Fabrication line:
• A machine-paced, product oriented facility for
building components.
Assembly line:
• An approach that puts fabricated parts
PRECEDENCE RELATIONSHIPS
Precedence data:
Task Performance Time Task must follow
task listed below
A 10 -
B 11 A
C 5 B
D 4 B
E 12 A
F 3 C,D
G 7 F
H 11 E
I 3 G,H
day
Example:
A firm determine that there are 480 productive minutes of work availability per day. Production schedule requires that 40 units be completed as output from the assembly line each day.
• Cycle time = 480 minutes/40 units = 12 minutes per unit
• Minimum number of workstations = total time /cycle time
= 66 / 12
= 5.5 or 6 workstations
• Efficiency (%) = total time / (act. workstations x cycle time) = 66 / (6 x 12)
Product-oriented layout floor plan:
1 3
2
4
5
Work
Office
Belt Conveyor
Work Station
Work Station
Station
